At Pointlogic we have a great passion for data. Our mission is therefore to make data accessible to everyone. That is why we offer employers data-driven software solutions to come up with smart insights into the remuneration policy. We always do this from our own vision: the Reward Cycle. In our view, rewarding is not an isolated activity, but is always part of a bigger picture.

As an employer, you want an effective employment conditions policy that contributes to job satisfaction and employee involvement. In order to arrive at a new remuneration structure, you have to know where you are now. By analyzing (reward) data, an employer gets a good insight into the current reward structure. Moreover, trends, preferences and bottlenecks in the current policy are above the surface.

By making such an analysis, the organization not only gains insight into its own wishes. The wishes of employees themselves are analyzed in this way and can thus be included as input for the new reward structure. Within HR we also call this Analysis phase HR Analytics. The reward details required for this are taken from our software solution f3: corporate. Based on this analysis, we draw up a calculation model for the new reward structure.

Whatever the purpose of a new reward strategy is, its success depends on effective communication with the employees. Only when an employee knows what he or she is entitled to and why, employment conditions have a stimulating effect. But: effective communication of the employment conditions is more than just sending them than a payslip and a pension overview.

The most effective means of communication is to provide a personal overview of the employment conditions. Via f3: me offer your employees a personal portal with the branding of the organization, which provides insight into their total employment conditions package. Through the individual portal, employees can simulate with 'what-if' scenarios. This gives them a good insight into the choices they make and the consequences that this has to offer.

As an employer you want to invest in a good remuneration policy. But the definition of a 'good reward' is different for every employee. A 'one-size-fits-all' approach no longer works: four different generations are walking around on the shop floor today. In f3: me employees can simulate choices in primary employment conditions through different 'what if' scenarios, so that the total remuneration package better meets their needs.

For example, what happens to the salary if they want to work less or take unpaid leave? And what effect does unpaid leave have on the pension? Employees can also calculate the consequences of their choices when you offer them flexible terms of employment. Where calculating these choice scenarios is normally a very time-consuming task for the HR department, f3: me takes over.

A new reward structure almost always has consequences for the current salaries and contracts of employees. When both the old and the new reward structure are poured into a calculation model, a simulation model is created. This allows the employer to compare several reward scenarios with each other and gain insight into the (financial) consequences of the various reward structures. With these scenarios in hand, parties such as the works council and trade unions can then be consulted.

Only when all consequences - both for the employer and the employees - have been weighed against each other, can the employer choose a preferred scenario. From that moment on, the new reward model is final and employees can be informed about the individual consequences of the new remuneration policy.

Once you have mapped the current remuneration structure, the Redesign phase follows. Based on the analyzes, we pour the current reward structure into a calculation model. Compare this with making a zero measurement. If you want to know what options a new reward structure offers, then you need to know where you are now.

An effective remuneration strategy can be measured. That is why we base the calculation model for a new reward structure on remuneration data from f3: corporate. This model forms the basis for a new remuneration structure, with which you can simulate with different reward scenarios. This way an employer can not only realize the best new structure, but also monitor and evaluate it.

In order to ensure that the new remuneration strategy does what it should do, you will have to evaluate it regularly. This may mean that the strategy must be adjusted in the interim. Giving feedback to the staff is therefore extremely valuable. Which employment conditions (both monetary and non-monetary) are they satisfied and which are not? Which employment conditions are the most popular? And of which do not they use at all?

Employers who collect this type of data in a dashboard have real-time insight into the effectiveness of their remuneration policy. As a result, they see more quickly what investments do not yield and unnecessary costs can be saved. The evaluation of the remuneration strategy is therefore never the end of the process, but is always part of the continuous Reward Cycle.